Rise8’s Post

Transcript

Alright, thank you. By way of introduction, I'm Jim Tranquil as. Brian had just stated a few minutes ago. I'm with a company called Planview. We I was previously with a company named Tasktop that was acquired by Plan View. And with me, I have, we're going to tag team this today. I've got Dan Formula, one of our senior senior value stream architects. And today our talk is really around again mission possible accelerating software delivery in the federal landscape, really focusing around value stream management and flow and metrics as as as Brian had stated. So with that, I want to kind of talk a little bit of the background. I think I don't think this is a surprise to anyone when you talk about delivering digital. Like delivery and the challenges that not only the federal government has, but almost every organization has. And we hear these same things over and over again, right? The time to deliver is too slow. And I've heard Brian talk in the past about 8 to 10 years to get a piece of software from an idea onto an airplane, right? Delivery is unpredictable. If you talk to the mission or the program or or the business, do they really believe IT when they say we're going to deliver this software in X amount of time? I mean. There's very little trust I think between the two. And I think this will kind of be a, a recurring theme about how there's a disconnect between the business and IT on not only what's being delivered, but when it's being delivered and how it's being delivered. Bottlenecks are not well understood. There's a lot of times people in IT believe they know where their bottlenecks are, but there's a lot of times there's no visibility into where those bottlenecks may be right across the organization. And again, talking again. About this disconnect is, you know, the, the mission, the business. The program, they want to invest to speed things up, to make things better, to improve delivery, but they're not really sure how to do that. And there's this big disconnect between the two. And it comes down to really getting that visibility into seeing you know what what value is being delivered for the organization. So I wanted to throw out some statistics which were pretty, I think pretty amazing and it really point to. A lot of the, I would call it inefficiencies in software delivery across the organization. We've got this, we've had this move, this transformations over the last 1012 years where people were moving to agile and they want to be able to do things faster, but yet they're not seeing the results that they expect. And these were, we had done a, an analysis of over 3000 product value streams, digital product value streams. And some of the numbers that came back were, were pretty amazing. And it really points I think to. The inefficiencies or the areas that can be improved for software delivery, right? 8% of what's planned by agile teams actually gets delivered. You think about that, there's a lot of waste that's being done, right? Things again, disconnect between the business and, or the mission and, and, and what's actually being delivered. 20% of features are cancelled after the code has been written. Huge amount of waste in the organization's. 35% of products have zero capacity for new work. This is the big one and I think anyone who works in software delivery. People keep asking for more and more and more. They keep putting more things on you. And there's been study after study that shows that you become, you start thrashing, you end up not really putting out anything new. You actually get less work done when you have more things piled upon you. So really understanding, you know, getting visibility into that is really, really important. 85% of products under invest in security and tech debt because that's not the fancy stuff. People want to see new features, but yet they've got these other areas that are really slowing down the delivery across the organization. And again, the next one is 95% of value streams have no clue what their real efficiency is. And what we mean by efficiency is how much time are people actually working on that product, that software product being delivered versus waiting for someone to approve or waiting for something else or waiting for someone else. They have no idea because they really don't have that visibility so. You know, there's a lot of metrics that are out there that people use and we had a talk yesterday on the Dora metrics. If you were here yesterday morning, what's your fantastic for DevOps? There's developer portfolio metrics, but none of them really gave that end to end view of the flow of work across that entire invisibility into that product value stream. So I have an example. I was working with a very large financial organization and if you're familiar with with the Dora metrics, one of the one of the major. Metrics that are associated with that is deployment frequency, how many times you deploy and they said we are really good at measuring deployment frequency, but if you talk to their customer with their business. They don't care, they couldn't care less how many times you deliver you, you deploy. That means nothing to me. Am I getting my features? Am I getting the things that I need? Where do I need to invest? Am I, am I, am I getting things faster? That's what they care about, right? What is the value out? You know, again, we're in this shift from project to product outputs versus outcomes, right? We want, we want putting outputs means nothing. I need, I need something that shows value to the business, right? So. How many? How many? And one more, one more slide that kind of just backs this up with Gartner and Mackenzie. But 59% of digital initiatives take too long to compete complete, 40% of effort is wasted due to bottlenecks and overload and 10 to 20% of budget allocated CIO budget is allocated to tech debt, right? So these are a lot of, again, a lot of areas where there's inefficiencies in delivery and how can we improve this? How can we make, how can we find all these inefficiencies? And then make changes in our people, processes and technologies to make this more efficient across the organization. So. How many are you? Are you familiar with this book? Raise your hands. OK, fantastic. Alright, so. I'm talk just real quickly about this and actually at the end of the of our session will give you the opportunity to to download this book for free. But I, as I mentioned, I was just task top and our CEO doctor Mick Kirsten, who's now CTO of Planview. Had he's been. His. His. I would say his lifelong pursuit was improving organizations to deliver software and he was noticing that all these organizations were doing these digital transformations. But but they weren't improving, right? I think there's a famous one with Barclays out there where they spend a billion dollars in in moving to agile and making all their agile teams, yet they were still delivering software slower. So Mick did a couple different things. One he went to he went to a lot of different organizations and talked to a bunch of CIO's chat understand, you know where the issues were in in in in why they're transformations were failing. And the other thing he did in. If you get a chance to read the book, but he went to a BMW plant and there's something to be in these manufacturing facilities called the Gemba Walk, which is literally a walk over the entire manufacturing floor. So you get visibility into the flow of work all through. Through the the factory and he could see how they built the factory. To the constraints that they had for the delivery so the whole idea that that mix started looking at is using these ideas of lean, lean manufacturing and lean and flow and applying them to software they're different because. You know, you're not doing the same car over and over again or modified car slightly. Software delivery is different, but the idea was to take those ideas of flow and being able to give visibility into flow so I have better ways to. To be able to deliver software in more efficient capabilities. So if we look at end to end flow here, you know, there's a lot of steps if you talk about it, we like to say from ID 8, the idea to actual operate and it doesn't count unless it's in production and being used and providing value to the organization. So if you look, the agile revolution was kind of focusing on that dev, right? Everybody moved their their dev groups to agile and then we got into the DevOps revolution. OK, let's tie dev and OPS together and let's start doing that. More efficiently and we've got the the door metrics etcetera, but no one was really looking at that and it was even mentioned during the Dora talk yesterday the shift left or even the shift right to to the actual delivery, but being able to understand, OK. How much time is all this other stuff taking? Really, there's no visibility that people had into this, into these things, you know, and again, if you look at it, while the agile revolution, that time is not very long. There's usually a lot more time that's involved. And there's a lot of typically a lot of weight States and a lot of different things that potentially could be improved if you had visibility into where those weight states were and where their problems were.